Traditional (functional) work managementorganizes people and work bydepartments or specialties(e.g., Sales, Finance, HR, Operations). From an OMG BPM and value-chain perspective, the mainweaknessof this traditional model is that it:
Focuses onoptimizing individual functionsrather than optimizing theend-to-end processthat delivers value to customers.
Encourageslocal optimization(department KPIs) at the expense of global optimization (process performance, customer experience).
Createssilosand coordination issues across boundaries.
This is captured inOption D:
Lack of end-to-end focus
Why the other options are wrong:
A. Clear definition of roles and responsibilities– That is typically astrengthof functional management; roles are clearly defined within each department.
B. Functional excellence– Functional organizations often deliverstrong specialist expertise; again, that’s a strength, not a weakness.
C. Bad vision and mission– Vision and mission areenterprise-level strategic artifacts, not intrinsic to functional vs process structure.
Thus, the key structural weakness of traditional functional management is itslack of end-to-end focus, soDis correct.
===============
